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Quality Control Management

Customer Loyalty in Third Party Logistics Relationships: by David L. Cahill

By David L. Cahill

Challenged through expanding festival and globalization, 3rd occasion logistics carrier services (3PLs) can turn into extra winning through targeting shopper loyalty. inside of long term client relationships, 3PLs can supply extra complex logistics companies, mitigate the danger of substitution, become aware of greater revenue margins, and stay away from new client acquisition expenses. so as to effectively manage customer loyalty, 3PLs want to be conscious of the factors that influence loyalty. additionally, they need to comprehend the consequences of alternative dating stipulations and cultural history on loyalty formation. those concerns are addressed within the current booklet. First, a version of shopper loyalty and its determinants is constructed, that is then demonstrated utilizing empirical info from approximately 800 logistics managers in Germany and the united states. results of alternative relational components at the shopper loyalty version are pointed out and cultural modifications among Germany and the us are published.

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Additional info for Customer Loyalty in Third Party Logistics Relationships: Findings from Studies in Germany and the USA (Contributions to Management Science)

Sample text

The following third stage of logistics maturity was necessitated by further changes of the market environment. Simon (1988) points out that the intensity of competition increased, an effect attributable to over-capacities, a world-wide convergence of product quality, shortened product-lifecycles, and a strengthened focus on customer demands. Wallenburg (2004, p. 42) concludes, that the required simultaneous focus on differentiation 22 2 Basic concepts and cost leadership was not feasible under the prevalent functional structures and rigid organizational systems.

306-318), very few articles have ventured out into this field. A notable exception to this is provided in an article by Murphy, Daley, and Knemeyer (1999), who scrutinize the influence of some general contingencies on logistics management. The only work viewing relationship characteristics as contingencies in the logistics context stems from Knemeyer and Murphy (2005), who analyze the effects of different relational constructs on customer loyalty. However, this study only uses regression analysis to determine direct relationships between relationship characteris- 34 2 Basic concepts tics and customer loyalty, and does therefore not offer insights on how relational contingencies moderate a comprehensive customer loyalty model.

As a first step of this research, however, the customer loyalty model as proposed by Wallenburg (2004) has to be revisited. Being able to build on Wallenburg’s results and experiences, the model shall first be enhanced in certain areas, before it will be examined empirically in Germany and the USA. In this course, the most important determinants will be adopted and the operationalization of constructs will be revised to reflect Wallenburg’s findings. Therefore, the first two research questions (RQ) to be answered in this study correspond to Wallenburg’s first two questions: RQ1: What are the relevant determinants of customer loyalty regarding repurchases, additional purchases, and referrals?

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